Efnisyfirlit

• Online Resources
• 1 Introduction to Leadership
• Overview
• So, what is leadership anyway?
• What is leadership to you?
• Share your ideas, learn about others’
• Where did you get these ideas?
• Are leaders born special?
• Finding your own way
• Personal reflection
• Everyday leadership
• What leadership isn’t
• Leadership vs management
• Doing both jobs well
• Over-managed and under-led
• Evolution of leadership
• Defining leadership
• Academic definitions
• Current leadership definition
• What is influence?
• Inspiring others
• Summary
• References
• 2 Global Leadership Context
• Overview
• Revolutionary change
• Geopolitical conflicts
• Technological advancements
• Social movements
• Volatile, uncertain, complex, and ambiguous
• Contemporary leadership challenges
• It’s happening now, in real time
• Increasingly international
• Cross-cultural collaboration
• Accountability and intolerance
• Inversion of expertise
• Flexible and remote work
• Advantages
• Disadvantages
• So is flexible work good, or bad?
• Leadership challenges
• Traditional leadership challenges
• Overcoming leadership challenges
• Megatrends
• Developed nations
• Developing nations
• Economic dominance
• Urbanisation
• Fourth Industrial Revolution
• Future leaders
• Summary
• References
• 3 Personality, Traits, and Psychopathy
• Overview
• Psychology
• Your unique traits and personality
• Personality profiling
• Where did my personality come from?
• Hereditary genetics – 45%
• Childhood environment – 15%
• Your choices – 40%
• Context matters
• The Big Five
• Extroversion
• Agreeableness
• Emotional stability
• Conscientiousness
• Openness
• There’s no good or bad, it’s about fit
• Personalities and leadership
• Guide your development
• Understand your followers
• Cognitive style
• Carl Jung
• Myers–Briggs Type Indicator
• Limitations of the MBTI
• Commercially motivated pseudoscience
• The Dark Triad
• Means, motive, and opportunity
• Leadership is the long game
• Summary
• References
• 4 Situational, Servant, and Authentic Leadership
• Overview
• Leadership behaviour
• Task focused
• Relationship focused
• What’s more important?
• Situational leadership
• Contingency model
• Leadership style
• Situational control
• Leadership fit for context
• Situational leadership theory
• Four leadership styles
• Academic background
• Advantages and challenges
• Situational leadership overview
• Servant leadership
• Six dimensions
• Creating long-term value
• It comes back to why you lead
• Challenges that remain
• Authentic leadership
• Four dimensions
• Your journey inspires others
• Ongoing controversy
• Summary
• References
• 5 Charismatic and Transformational Leadership
• Overview
• Charisma
• Charismatic leadership
• Emotional basis
• Signalling
• Stable appearance
• Personality traits
• Behaviour
• Sources of charisma
• Sending charismatic signals
• Nonverbal charismatic signals
• Context
• Outcomes
• Amorality
• Transformational leadership
• Transformational vs transactional
• Four dimensions
• Charismatic and transformational?
• How are followers changed?
• Challenges that remain
• Summary
• References
• 6 Culture, Diversity, and Inclusive Leadership
• Overview
• Growing complexity
• Culture
• Cultural values
• Leadership perceptions
• Six layers of values
• Stereotypes and myths
• Hall
• High- vs low-context
• Monochronic vs polychronic
• Hofstede
• Individualism vs collectivism
• Power distance
• Masculinity vs femininity
• Uncertainty avoidance
• Long- vs short-term orientation
• Trompenaars and Hampden-Turner
• Universalism vs particularism
• Neutral vs emotional
• Specific vs diffuse
• Achievement vs ascription
• Cultural profiles
• Containers of culture
• Cultural cognition
• Analytic vs holistic thought
• Diversity and inclusion
• Multiculturalism in organisations
• Inclusive leadership
• Five dimensions
• Belongingness
• Uniqueness
• Everyone can contribute
• Challenges in practice
• Summary
• References
• 7 Values, Integrity, and Ethical Leadership
• Overview
• Values
• Instrumental and terminal
• Where values come from
• Discover your values
• Self-accepting leaders
• Ethics
• Hedonism, stoicism, and other -isms
• Moral principles
• Unethical behaviour
• Ethical climate
• Integrity
• Conflicts of responsibility
• Ethical dilemmas
• Human resources
• Conflicts of interest
• Organisational resources
• Balancing act
• Pressure changes everything
• Why bother? Isn’t it hard enough
• Followers’ commitment
• Positive leadership
• Ethical leadership
• Dual responsibilities
• Four dimensions
• Effects on followers and performance
• Challenges that remain
• Your perfect life
• Summary
• References
• 8 Self-Awareness and Leadership Development
• Overview
• Self-awareness
• Self-concept
• Self-knowledge
• Self-aware leadership
• Reflective learning
• Double-loop learning
• Single-loop learning
• Double-loop learning
• Learning from setbacks
• Reflective journal
• Event
• Reaction
• Reflection
• Realisation
• Reflection-in-action
• Personal mastery
• Personal vision
• Current reality
• Creative tension
• Self-limiting beliefs
• Leading with mastery
• Leadership development
• Summary
• References
• 9 Power, Influence, and Communication
• Overview
• Power
• Positional sources of power
• Coercive
• Legitimate
• Reward
• Information
• Connection
• Personal sources of power
• Expert
• Referent
• Using power appropriately
• Workplace bullying
• Influence
• Traditional influence tactics
• Rational persuasion
• Consultation
• Inspirational appeal
• Collaboration
• Apprising
• Ingratiation
• Personal appeal
• Exchange
• Legitimising
• Pressure
• Coalition
• Psychological empowerment
• Meaning
• Competence
• Self-determination
• Impact
• Motivation at work
• Communication
• Written and oral
• Non-verbal
• Active listening
• Summary
• References
• 10 Practical Leadership Skills
• Overview
• Critical thinking
• Identifying
• Analysing
• Reflecting
• Evaluating
• Reasoning
• Decision-making
• DECIDE model
• Maximising vs satisficing
• Cognitive biases
• Confirmation bias
• Groupthink
• Attribution asymmetry
• Sunk cost fallacy
• Goal setting
• Stress
• Pressure vs performance
• Managing stress
• Emotional intelligence
• Perceiving emotions
• Using your emotions
• Understanding emotions
• Managing emotions
• Positive psychology
• The happy secret
• Power of storytelling
• Summary
• References
• 11 Leading Teams and Managing Conflict
• Overview
• Groups vs teams
• Types of teams
• Functional
• Cross-functional
• Self-managed
• Global or virtual
• Team development
• Forming
• Storming
• Norming
• Performing
• Shifting responsibilities
• Team vital signs
• Teams in decline
• Teams progressing
• Every team is different
• Types of conflict
• Constructive conflict
• Destructive conflict
• Active vs passive conflict
• Constructive conflict: active vs passive
• Destructive conflict: active vs passive
• Conflict resolution
• Five resolution styles
• Assertive vs cooperative
• When to use each style
• Competing
• Avoiding
• Accommodating
• Compromising
• Collaborating
• Summary
• References
• 12 Leading People through Change
• Overview
• What is change?
• Why do organisations need to change?
• Four types of organisational change
• Process
• Functional or structural
• Cultural
• Distribution of power
• Change models
• Kurt Lewin
• Driving forces
• Restraining forces
• Enabling change
• Three phase process
• Lewin’s force-field analysis
• John Kotter
• Eight stage process
• Organisational change
• Beware generic solutions
• Thinking it through
• Crafting smart plans
• Purpose
• Objectives
• People
• Resources
• Timeframes
• Leading change
• Personal change
• Change vs transition
• Transition cycle model
• Denial
• Resistance
• Exploration
• Commitment
• Transition cycle
• Resistance to change
• Why do people resist change?
• What does resistance look like?
• Defensive thinking
• Resistant behaviour
• Emotional resistance
• Leaders can resist change too
• Responding to resistance
• Empathy
• Communication
• Participation
• Safety climate
• Summary
• References
• Author’s Note
• Biography
• Index